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Exploring Frontline Management Strategies Usedto Improve Employee EngagementMichael P. WiseWalden University

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Walden University

College of Management and Technology

This is to certify that the doctoral study by

Michael Wise

has been found to be complete and satisfactory in all respects,

and that any and all revisions required by

the review committee have been made.

Review Committee

Dr. Irene Williams, Committee Chairperson, Doctor of Business Administration Faculty

Dr. Cheryl McMahan, Committee Member, Doctor of Business Administration Faculty

Dr. Kenneth Gossett, University Reviewer, Doctor of Business Administration Faculty

Chief Academic Officer

Eric Riedel, Ph.D.

Walden University

2017

Abstract

Exploring Frontline Management Strategies Used to Improve Employee Engagement

by

Michael P. Wise

MS, Belhaven University, 2003

BA, Lewis University, 1996

Doctoral Study Submitted in Partial Fulfillment

of the Requirements for the Degree of

Doctor of Business Administration

Walden University

July 2017

Abstract

Managers who foster at least 65% employee engagement, based on employee

engagement surveys conducted by Hewitt Associates, Inc., provide a 19% higher return

to shareholders than managers who do not foster a 65% or higher employee engagement

level. The purpose of this single site case study was to identify strategies that frontline

managers used to build employee engagement, leading to higher organizational

performance. The transformational leadership theory was used as the conceptual

framework for this study. Data were collected through semistructured interviews from a

purposeful sample of 3 frontline managers at a beverage manufacturing facility in the

Midwest of the United States. Data also included performance metrics from the

organization to identify the leading facility within the organization. Using data

triangulation and Yin’s explanation building analysis method, several themes emerged,

including the need for open and honest communication, setting and understanding

expectations, maintaining professional relationships, and including employees as an

important part of the organization. These findings may contribute to social change by

enhancing the training for frontline managers. Such enhancements may build employee

engagement, decrease workplace stress, and boost work-life balance and quality of life.

Exploring Frontline Management Strategies Used to Improve Employee Engagement

by

Michael P Wise

MS, Belhaven University, 2003

BS, Lewis University, 1996

Doctoral Study Submitted in Partial Fulfillment

of the Requirements for the Degree of

Doctor of Business Administration

Walden University

July 2017

Dedication

I dedicate this doctoral study to my wife, Jill. Throughout the project, my wife

provided encouragement, while providing an atmosphere of opportunity and example of

perseverance and dedication to reaching a goal. The example my wife sets, on a daily

basis, toward accomplishing goals and the importance of such, is the basis of my

completing this project. If it were not for her love, support and leading by example, this

study would not have been possible. Thank you, Jill, for being strong for me.

Acknowledgments

I would like to thank the many professors and staff in the Walden community for

their support and guidance. I would especially like to thank Dr. Irene Williams. Your

guidance, wisdom, support, and care for your students is extraordinary and greatly

appreciated. I would also like to thank Dr. Cheryl McMahan whose input and support

was exceptional. Dr. Kenneth Gossett, my URR provided critical help and advice, and I

thank you as well.

i

Table of Contents

List of Tables ..................................................................................................................... iv

Section 1: Foundation of the Study ......................................................................................1

Background of the Problem ...........................................................................................1

Problem Statement .........................................................................................................2

Purpose Statement ..........................................................................................................3

Nature of the Study ........................................................................................................3

Research Question .........................................................................................................5

Interview Questions .......................................................................................................5

Conceptual Framework ..................................................................................................6

Operational Definitions ..................................................................................................7

Assumptions, Limitations, and Delimitations ................................................................8

Assumptions ............................................................................................................ 8

Limitations .............................................................................................................. 8

Delimitations ........................................................................................................... 9

Significance of the Study ...............................................................................................9

Contribution to Business Practice ......................................................................... 10

Implications for Social Change ............................................................................. 10

A Review of the Professional and Academic Literature ..............................................11

Transition .....................................................................................................................37

Section 2: The Project ........................................................................................................38

Purpose Statement ........................................................................................................38

ii

Role of the Researcher .................................................................................................39

Participants ...................................................................................................................41

Research Method and Design ......................................................................................42

Research Method .................................................................................................. 43

Research Design.................................................................................................... 44

Population and Sampling .............................................................................................45

Ethical Research...........................................................................................................47

Data Collection Instruments ........................................................................................48

Data Collection Technique ..........................................................................................49

Data Organization Technique ......................................................................................51

Data Analysis ...............................................................................................................51

Reliability and Validity ................................................................................................53

Reliability .............................................................................................................. 53

Validity ................................................................................................................. 54

Transition and Summary ..............................................................................................56

Section 3: Application to Professional Practice and Implications for Change ..................58

Introduction ..................................................................................................................58

Presentation of the Findings.........................................................................................58

Applications to Professional Practice ..........................................................................66

Implications for Social Change ....................................................................................67

Recommendations for Action ......................................................................................68

Recommendations for Further Research ......................................................................69

iii

Reflections ...................................................................................................................70

Summary and Study Conclusions ................................................................................71

References ..........................................................................................................................73

Appendix A: Interview Protocol .......................................................................................92

Appendix B: Consent Form ..............................................................................................94

Appendix C: Letter of Cooperation ...................................................................................96

iv

List of Tables

Table 1. Major Themes Identified ................................................................................... 59

Table 2. Theme 1 Communication………………………………………….……….…..61

Table 3. Theme 2 Expectations…………………………………………………….……62

Table 4. Theme 3 Professional Relationships……………………………………….…..63

Table 5. Theme 4 Inclusion……………………………………………………………..64

1

Section 1: Foundation of the Study

Leadership is one of the most important factors in building employee engagement.

Focused energy and involvement are required from both employee and manager to be

successful at building sustainable employee engagement (Peterson, Walumbwa, Avolio,

& Hannah, 2012). The failure to initiate employee engagement comes from managers

underestimating the commitment needed to make it work (Tuckey, Bakker, & Dollard,

2012). Organizational managers who have successfully initiated employee engagement

reap the benefits for their organizations.

Background of the Problem

Employee engagement is a business management concept in which the employee

delivers full potential to the job and organization and still finds meaning in the work he or

she does (Cowardin-Lee & Soyalp, 2011; Williamson, 2012). Organizations benefit from

creating an atmosphere where employees are committed to the organization and who

deliver their best performance for the company every day. Employees potentially benefit

from being committed to the organization by enjoying a positive and effective attitude

and performance each day while at work.

Employee engagement negatively correlated with workplace deviance and a positive

correlation to ethical behavior and enhanced organizational performance (Johnson, 2011).

If an employee is committed to the organization, workplace deviance or

counterproductive work behaviors are less likely to occur. Negative work behaviors

damage the possibility of employee engagement, and engaged employees negate the

possibility of having a counterproductive work environment. Destructive leadership

2

develops counterproductive work behaviors (Schyns & Schilling, 2013). Destructive

leadership behaviors are those in which an employee of influence exhibits a negative

attitude toward employees or the organization’s mission, vision, or the organization as a

whole (Schyns & Schilling, 2013). These negative behaviors can be that of hourly

employees or managers, and employee engagement can counteract the behavior

regardless of the source.

Managers have significant influence over employees work experience, health, and

psychological well-being (Tuckey, Bakker & Dollard, 2012). Developing employee

engagement, enhancing the employees’ devotion and commitment to the organization,

minimizes counterproductive work behaviors and improves organizational performance

(Johnson, 2011). Visionary managers who create a culture of employee engagement

foster employee trust, increased performance, job satisfaction, increased retention, and

organizational success (Bhuvanaiah & Raya, 2015).

Problem Statement

Employees not engaged with their organization are less productive, because they are

not committed to their work (Gupta & Sharma, 2016). According to a 2013 Gallup

employee engagement survey, more than 50% of American workers feel disconnected

and undedicated to their organizations, creating an annual productivity loss of over $300

billion (Radda, Majidadi, & Akanno, 2015). The general business problem is poor

employee engagement results in low organizational performance. The specific business

problem is some managers lack strategies to build employee engagement for improving

organizational performance.

3

Purpose Statement

The purpose of this qualitative exploratory single site case study was to identify the

strategies that managers use to build employee engagement for improving organizational

performance. The targeted population comprised managers in a Midwestern beverage

manufacturing company who have responsibility for leading hourly employees and

ensuring accountability. The implication for positive social change included the potential

to improve the employee’s stress level at work, therefore improving the work/life

relationship. Access to the information contained in this study may improve the

employees work environment by facilitating a more favorable work experience for the

employee. Managers could use the information from this study to train managers and

improve the needed management strategies to build employee engagement. By

improving management strategies, managers could improve organizational profitability,

and relieve work-related stress (Breevaart, Bakker, Hetland, Demerouti, Olsen, &

Espevik, 2014).

Nature of the Study

I chose a qualitative case study research method to explore what management

strategies frontline managers need to build employee engagement. Researchers in

qualitative studies aim to understand human problems from different perspectives and

provide for a more humanistic approach to the research than the quantitative method

would allow (Yin, 2015). In qualitative research, the researcher seeks to understand

meanings, phenomena, and processes as understood by the people affected by them

(Gergen, Josselson, & Freeman, 2015). Quantitative research methods use designs that

4

are correlational, quasi-experimental, and experimental (Cokley & Awad, 2013). The

quantitative research method is the proper research approach when the researcher starts

with a theory or hypothesis and tests this theory for confirmation or disconfirmation

(Gibson & Fedorenko, 2013). The quantitative research method was not appropriate for

this study because my intent in this study was to explore the frontline managers’

strategies needed to increase employee engagement in a beverage manufacturing facility,

not to make any correlation or show relationships. The purpose of this study did not

include the intent to reject or fail to reject the null hypothesis but to explore the frontline

managers’ strategies needed to increase employee engagement in beverage

manufacturing facilities. Therefore, the study of the employee engagement phenomena

was more suited for a qualitative method and not a quantitative method of research. The

mixed-method approach combines the qualitative and quantitative research methods and

uses both methods in tandem (Caruth, 2013). The inclusion of the quantitative method

made the mixed-method approach inappropriate as well.

Qualitative research consists of five main variations of research: (a) case study, (b)

ethnography, (c) grounded theory, (d) narrative inquiry, and (e) phenomenological study.

Case study research allows a researcher to study a phenomenon in its real world context

(Yin, 2015). In case studies, researchers investigate real-life phenomena by focusing on

illuminating a decision, the purpose of the decisions, and what resulted from the

decisions (Yin, 2014). I focused on identifying strategies used by managers who

successfully built employee engagement. Grounded theory research is a systematic

methodology, which reveals new concepts throughout data collection (Yin, 2015). This

5

study did not fit the form of grounded theory because revealing new concepts was not a

focus. Management strategies are not systematic and therefore not conducive to the

grounded theory method. Ethnographic research is a long, field-based study in which the

researcher surfaces everyday norms and rituals (Yin, 2015). This study did not fit the

form of ethnography because a field study is not feasible and everyday norms are not an

essential factor of management strategies. Narrative inquiry constructs a real-world

setting rendition of the findings of the study, giving the reader a sense of being there

(Yin, 2015). The sense of being there was not necessary for data presentation of this

study on manager strategies. The phenomenological method of research consists of a

study of human events, in the form of lived experiences, which resists prior concepts on

the issue (Moustakas, 1994). This study about manager strategies consisted of prior

concepts. The case study method allows the researcher to explore phenomena in the real

world setting making the case study research method the best option for this study on

how manager strategies affect employee engagement.

Research Question

The overarching research question for this study was: What strategies do managers

use to build employee engagement for improving organizational performance?

Interview Questions

1. What do you do as a manager to increase employee engagement?

2. What do you do to motivate employees to succeed?

3. How do you gauge employee engagement?

4. What do you do if engagement falls short of expectations?

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5. If engagement falls short of your expectations, how do you change your

interaction with the employees to meet the needs of the employee?

6. What do you do to manage conflict within the workforce?

7. Describe the strategies you consider the most important for front line managers to

enhance employee engagement.

8. What steps do you take when you see employees who are not in agreement with

your strategies to increase engagement?

Conceptual Framework

The transformational leadership theory developed by James Burns in 1978 provided

a foundation for identifying strategies of frontline managers to build employee

engagement within an organization (Burns, 1978). The main concept of the

transformational leadership theory is effective managers can heighten and elevate the

motives, values, and actions of followers (Burns, 1978). Transformational leadership

occurs when managers guide their followers to look beyond their own interests and

accept the mission and vision of the organization (Bass, 1991). Successful managers

possess the skills to modify their leadership in recognition of followers’ preferences,

anticipating followers’ responses, or to bring harmony to the leaders’ and followers’

motives and values (Burns, 1978).

The transformational leadership theory is comprised of three major typologies of

leadership. First, transformational leadership is a style in which the leader elevates the

interests of their employees creating employee acceptance of the mission and vision of

the organization. Second, transactional leadership is a style in which the manager

7

focuses on both positive and negative transactions between manager and employee.

Finally, laissez-faire leadership constitutes nonleadership due to the lack of transaction

between manager and employee (Burns, 1978). These typologies are the basis for

developing the strategies needed to be an effective manager. Bass and Avolio (1991)

contributed to the transformational leadership theory by expanding on the basis of

developing collaborative and secure working relationships with employees. The

transformational leadership theory provided the ideal conceptual framework for this study

by providing insight into the need for managerial strategies to increase employee’s

engagement levels, which in turn increases organizational performance.

Operational Definitions

Destructive leadership: Destructive leadership is a process that occurs with time, in

which the activities, experiences, and/or relationships of an individual or the members of

a group become negatively influenced by their supervisor through hostile or obstructive

means (Schyns & Schilling, 2013).

Employee engagement: Employee engagement is an individual employee’s

cognitive, emotional, and behavioral state in which the employee desires success for the

organization as well as for himself (Shuck, Rocco, & Albornoz, 2011).

Transformational leadership: Transformational leadership is leadership in which

managers and followers engage in activities that increase levels of motivation and morals

(Breevaart, Bakker, Hetland, Demerouti, Olsen, & Espevik, 2014).

Workplace deviance: Workplace deviance is defined as the voluntary acts by

managers of an organization that violates significant organizational norms, which causes

8

the well-being of the organization and its members to be adversely affected (Johnson,

2011).

Assumptions, Limitations, and Delimitations

Assumptions

Assumptions are things that are unverified, but believed to be true (Grant, 2014).

One assumption with this qualitative study was, information relating to employee

engagement would be available, and represent honest and unbiased feedback related to

the topic (Gioia, Corley, & Hamilton, 2013). Another assumption was that the study

group would represent the lived experience of managers who excelled at building

employee engagement or lack the management strategies to do so. A third assumption

was the interviews would offer an opportunity to explore common themes regarding

management strategies and employee engagement. Until the feedback and information

collection was completed, there was no sure way to know that the information collected

was usable.

Limitations

Limitations are factors beyond the control of the researcher (Marshall & Rossman,

2016). Time constraints to obtain information, access to participants, and the participants

own work environment might cause strain on participation within the study, and

interpreted as limitations to this study. Another limitation was the potential of being

unable to obtain consent from some managers within the target group, therefore, forcing

the expansion of the group. Sample limitations for this study consisted of sample size

9

and availability. The organizational structure of the company was such that the

management group is quite small which limits the potential participants.

Delimitations

The delimitations of a study are the established boundaries of the research study

(Marshall & Rossman, 2016). Only managers within a target beverage company in the

Midwest were to be possible participants. Participants did not include leaders from other

facilities within the company or leaders from other companies, therefore staying within a

single organizational culture.

Significance of the Study

The significance of this study includes how organizational managers identified

strategies needed by the frontline managers to create employee engagement. Upon

gaining this knowledge, organizational managers could develop training programs to

enhance the skills of the frontline managers. Employee engagement is a business

management concept in which the employee delivers full potential to the job and

organization and still finds meaning in the work he or she does (Cowardin-Lee & Soyalp,

2011). When employees commit to their work, they stay emotionally connected to others

in the workforce and focused on the direction of the team (Batista-Taran, Shuck,

Gutierrez, & Baralt, 2013). Managers of organizations can increase performance and

shareholder return by creating a culture of dedicated and committed employees (Johnson,

2011). This study could help to achieve increased performance.

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Contribution to Business Practice

There appeared to be a gap in the literature relating to management strategies needed

to build employee engagement. Many management strategies abound, all made up of

different approaches and skills required by the manager. Transformational leadership

may identify certain skills essential to building employee engagement (Kelloway, Turner,

Barling, & Loughlin, 2012). This qualitative exploratory case study may improve the

knowledge about the strategies needed by frontline managers to create employee

engagement, which will lead to improved operational performance and productivity.

Organizational managers could use the information from this study to determine if

potential supervisor hires possess the needed management strategies, or are capable of

developing the strategies. Organizational managers could also use the information from

this study to develop training plans for current frontline managers.

Implications for Social Change

The study of employee engagement is critical to increasing performance of

organizations. Employees directly affect organizational performance making it important

to understand how to develop engagement. Many past studies focused on the importance

of engagement but failed to identify the link between management and engagement

levels. This study might be instrumental in identifying how to build management

strategies needed to develop employee engagement within their organizations. By

increasing employee engagement, the employees become involved in an environment of

trust and well-being, which carries over to their non-working hours (Kelloway, Turner,

11

Barling, & Loughlin, 2012). This environment fosters lower stress on employees

allowing for a better life outside of work as well.

A Review of the Professional and Academic Literature

The purpose of this qualitative exploratory case study was to identify the strategies

used by managers to increase employee engagement for improving organizational

performance within a beverage manufacturing facility in the Midwest. The purpose of

the literature review is to provide the reader with a critical analysis and review of

published research information relating to the topic of the research. The information

obtained from the research articles contributed to analyzing the need for employee

engagement, actions and a lack of strategies that can destroy employee engagement, and

how some management strategies helped in increasing employee engagement.

My search for peer-reviewed journal articles, books, doctoral studies and other

documents started by using the Walden University Library totaling 125 journal articles

obtained using this source. The search engines I used were Business Source Complete,

ABI/INFORM Complete, Emerald Management, Academic Search Complete, and

PsycINFO. The primary search terms used were employee engagement, leadership,

leadership styles, employee well-being, leadership skills in business, and creating

employee engagement. The information obtained from the resources highlighted in the

literature review show the interaction between managers, leadership styles, organizational

cultures, and people or processes detrimental to the success of the organization and its

employees. The conceptual framework chosen for this study was the transformational

leadership theory. For the literature review, 66 of the 76 articles, or 86%, are peer

12

reviewed and current to within 5 years of the completion of this study. For the study, 111

of 125 articles, or 89%, used to gather information are current to within 5 years of

publication and peer-reviewed.

The majority of authors of the resources used for the employee engagement section

of the literature review used the social exchange theory, as well as the job demands-

resources model and the job demands-control-support model. Although these three other

conceptual models would have worked for this study as well, the transformational

leadership theory was better suited for this study due to its focus on management

strategies needed for increasing employee engagement. The literature review includes a

comparison and contrast of these other theories with the transformational leadership

theory.

Literature Review Organization

The first segment of the literature review covers transformational leadership and was

the conceptual framework for this study. Transformational leadership, as described by

Burns (1978), is moral leadership, which is a reciprocal process in which a manager

mobilizes people with certain values and morals in different economic and political

situations, to realize goals mutually held by both employee and employer. The first

segment of transformational leadership contains a subsection comparing and contrasting

other theories used by researchers of employee engagement. The second segment is

employee engagement, which focuses on the importance of employee engagement, the

difficulties in obtaining true employee engagement, and conditions that foster the creation

of employee engagement. The third segment contains ways to predict employee

13

engagement. Predicting employee engagement by using avenues such as employee

surveys helps the organization’s managers see the level of current employee engagement

and develop strategies for improving employee engagement (Rooy, Whitman, Hart, &

Caleo, 2011). The fourth focuses on the relationship between leadership styles and

employee engagement. The section includes information that shows the relationships that

foster employee engagement or a detriment to it. The fifth describes different leadership

styles and how those styles affect employee engagement. I discuss several styles

including the ability to build professional relationships between managers and employees

governed by different leadership styles, which foster different management strategies.

The following segment titled workplace deviance contains information regarding

management actions detrimental to employee engagement and organizational success,

referred to as workplace deviance.

Application to the Applied Business Problem

Transformational Leadership

Transformational leadership is one of the most effective leadership styles (Kovjanic,

Schuh, & Jonas, 2013). Transformational leaders respect their followers and provide

moral leadership and address three main needs of their followers (Kovjanic, Schuh, &

Jonas, 2013). The followers’ needs addressed by transformational leaders are creating a

sense of mastery in the follower’s job, creating a sense of belonging and autonomy to

think for themselves (Kovjanic, Schuh, & Jonas, 2013). Burns (1978) identified moral

leadership as a reciprocal process in which a manager mobilizes people with certain

values and morals in different economic and political situations to realize goals mutually

14

held by both employee and employer. Transformational leadership occurs when leaders

guide their followers to look beyond their own interests and accept the mission and vision

of the organization (Bass, 1991).

The transformational leadership theory provides a foundation for identifying

strategies of frontline managers to build employee engagement within an organization.

Burns (1978) developed the transformational leadership theory in 1978. The main

components of Burns’ transformational leadership theory focus on end values. These

components are liberty, justice, and equality. Transformational leaders raise their

followers to higher levels of morality. The main concept of the transformational

leadership theory is good managers can heighten and elevate the motives, values, and

actions of followers (Burns, 1978). The followers and leaders would then identify with a

collective purpose (Burns, 1978). Transformational leaders motivate employees to do

more than originally thought possible by both employees and employers, and increases

organizational performance (Burns, 1978). Burns (1978) identified moral leadership as a

reciprocal process in which a manager mobilizes people with certain values and morals,

in different economic and political situations, to realize goals mutually held by both

employee and employer. Transformational leadership occurs when managers guide their

followers to look beyond their own interests and accept the mission and vision of the

organization (Bass, 1991). Successful managers enact strategies to modify their

leadership in recognition of followers’ preferences, anticipating followers’ responses, or

to bring harmony to the leaders’ and followers’ motives and values (Burns, 1978).

Management strategies are those in which managers wield power in ways that followers

15

react positively to the leaders wishes (Burns, 1978). Managers acquire these strategies

through everyday experience or in dealing with other managers and followers (Burns,

1978). Gathering data from leaders to see what actions are beneficial to the improvement

of hourly employee performance, determine the strategies (Burns, 1978).

The transformational leadership theory is composed of three major typologies of

leadership. First, transformational leadership is a style in which the leader elevates the

interests of their employees and creates acceptance of the mission and vision of the

organization among employees. Second, transactional leadership is a style in which the

manager focuses on both positive and negative transactions between manager and

employee. Finally, laissez-faire leadership constitutes nonleadership due to the lack of

transaction between manager and employee (Burns, 1978). These typologies are the

basis for developing the strategies needed to be an effective manager. Bass and Avolio

(1991) contributed to the transformational leadership theory by expanding on basis of

developing collaborative and secure working relationships with employees.

Managers play an influential part in how employees experience work (Tuckey,

Bakker, & Dollard, 2012). Managers also affect employee health and well-being

negatively by creating psychological distress but positively by fostering a positive state of

mind. Work engagement is a positive and fulfilling state of mind for the employee and

leads to positive outcomes for the organization (Tuckey, Bakker, & Dollard, 2012).

Tuckey, Bakker, and Dollard (2012) concluded from their multi-formatted study, that in

situations where engagement was high, the employees met management demands on

employees with resourceful and effective work behavior. Tse and Chiu (2012) provided

16

a model explaining the underlying process through which transformational leadership

influences creative behavior and organizational citizenship behaviors. Tse and Chiu

gathered data from a sample of 250 front-line employees and their immediate managers

working in five banks in the People’s Republic of China. The results show

transformational leadership positively affects workforces; however, the results do

differentiate based on group identification or individual identification. To have a

successful organizational climate, leadership should be based on ethics (Demirtas, 2015).

A perceived ethical climate consists of managers communicating with employees and

keeping the employees’ interests in mind (Demirtas, 2015). An ethical organizational

climate positively and significantly affects employee engagement (Collinson & Tourish,

2015).

Transformational leadership increases followers’ performance by motivating them to

move beyond self-interest (El Badawy & Bassiouny, 2014). Transformational leadership

is most effective when the manager interacts with the followers because this physically

embodies the vision that the manager is trying to convey (El Badawy & Bassiouny,

2014). Transformational leadership is an inspiring type leadership, which motivates

employees to excel, but true interaction is required as well (El Badawy & Bassiouny,

2014). Ishikawa (2012) focused a study on shared leadership within Japanese research

and development (R&D) teams use a Team Multifactor Leadership Questionnaire

(TMLQ). Ishikawa examined the effects of both transformational leadership and

gatekeeping leadership of formal managers. Ishikawa found transformational leadership

negatively affected shared leadership. Transformational leadership influences the norm

17

and therefore shared leadership is negatively affected. Ishikawa also found gatekeeping

leadership negatively affected shared leadership; however, shared leadership had positive

effects on R&D teams. Contrary to Ishikawa’s findings, transformational leadership is

not only beneficial for individual motivation, but for team motivation as well (Braun,

Peus, Weisweiler, & Frey, 2013). Braun, Peus, Weisweiler, and Frey (2013) stated for

team motivation to hold true, managers must acknowledge the individual values in

relation to the team. Transformational leaders can individualize employees and respond

to each employees’ needs and aspirations (Braun, Peus, Weisweiler, & Frey, 2013).

Sang Long, Chin Fei, Adam, and Owee Kowang (2016) performed a study based on

health care professionals to identify perceived transformational leadership traits,

empowerment, and job satisfaction in two hospitals. The authors used positive sampling

and obtained 200 valid samples. The authors acknowledge that the link between

transformational leadership and job satisfaction is well documented among in current

literature. The data from this quantitative study showed empowerment mediates the

relationship between transformational leadership and job satisfaction among health care

professionals at the two hospitals studied (Sang Long, Chin Fei, Adam, & Owee

Kowang, 2016).

Comparing and Contrasting of Theories

During my research, three main theories used by other researchers of employee

engagement emerged. These theories are the social exchange theory, job demands-

resources theory, and job demands-control-support theory. All three theories, similar to

18

the transformational leadership theory, focused on how employee well-being, or the lack

of it, affects the employees work engagement.

The social exchange theory has two main features, trust and dependence between

leaders and followers (Park, Lee, & Lee, 2015). Trust and dependence are main

motivational factors in building a positive work relationship between managers and

employees (Park, Lee, & Lee, 2015). Trust is developed by the inclusion of integrity and

reliability of the partners. Trust reduces uncertainties and increases the willingness to

take needed risks (Park, Lee, & Lee, 2015). Dependence is a factor that refers to the need

to maintain the relationship. The behavior of dependence is the motivational mechanism

of need.

The job demands-resources model (JD-R) consists of two main processes; the

energetic process and the motivational process (DeBeer, Pienaar, & Rothman, 2013).

The energetic process, also known as the health impairment process, indicates chronic job

demands lead to burnout and ill health effects (DeBeer, Painaar, & Rothman, 2013). The

motivational process indicates job resources lead to work engagement and organizational

commitment (DeBeer, Painaar, & Rothman, 2013).

The job demands-control-support theory (JDCS) is a frequently applied work-stress

model (Tastan, 2014). The JDCS focuses on the human factor in the workplace and how

the work environment is humanly constructed and capable of change (Tastan, 2014). The

JDCS theory is almost identical to the JD-R theory. All three theories, social exchange,

JD-R, and JDCS, focus on positive human factors of trust and dependence, as well as

how the negative demands of the job lead to lower work engagement and even ill health

19

of the employee. The transformational leadership theory focuses on the positive effects

of moral leadership and how it increases work engagement. All theories focus on the

same ideas, but the transformational leadership theory goes further in identifying actions

and strategies to increase moral leadership, employee engagement, and, in turn,

organizational performance. The deeper focus on strategies and actions is the reason this

research study use the transformational leadership theory as opposed to the social

exchange theory, JD-R, or JDCS.

Employee Engagement

Saks (2006) identified employee engagement as a relatively new topic yet deemed a

hot topic by consulting firms. Although the topic is hot, it has rarely been studied in

academia and little is known about its antecedents and consequences (Saks, 2006). There

is also a lack of theory or model development on the subject of employee engagement

even though employee engagement is the key to an organization’s success and

competitiveness (Saks & Gruman, 2014). Saks cited a 1990 qualitative study by Kahn in

which the researcher studied the psychological conditions of personal engagement using

the social exchange theory. Khan interviewed summer camp counselors and

organizational members of an architecture firm about their perceived moments of

engagement and disengagement. Kahn described three psychological conditions

associated with engagement at work: meaningfulness, safety, and availability (Saks,

2006). Workers were more engaged at work when their jobs had psychological meaning,

psychological safety, and when they were more psychologically available (Saks, 2006).

These three conditions are met when the employee feels (a) like he or she is part of the

20

organization, (b) safe in his place within the organization, and (c) secure of his wellbeing.

Reissner and Pagan (2013) studied employee engagement levels at an organization

located in the United Kingdom. The organization was going through a merge and

required employees to transfer to the new organization, without physically transferring

locations. The organizations’ managers saw that to make this transition as seamless as

possible, they would need to raise the engagement levels of the employees (Reissner &

Pagan, 2013). Reissner and Pagan found that for employee engagement initiatives to be

effective, the employees must actively engage in activities offered by the managers. The

engaged or committed employee exhibits behavior, which focuses on the improvement of

the organization. Organizations with less than 40% of employees engaged have a 44%

lower than average shareholder return (Clayson, 2010). Identifying the level of employee

engagement, and then putting actions in place to increase the level, is important (Clayson,

2010).

Employee engagement is a strong predictor of organizational performance and shows

a two-way relationship between employer and employee (Rayton & Yalabik, 2014).

Employee engagement is the involvement of self, by the employee, in the work they

perform and the commitment they show toward their employer (Rayton & Yalabik,

2014). Rayton and Yalabik (2014) performed a study about how psychological contract

breach or loss of resources affects work engagement, using the Social exchange theory

and the job demands-resources model. Rayton and Yalabik (2014) theorized that

employee engagement was a reciprocation of employers exchange content, or supply of

needed resources for the employee. Organizational leaders benefit from creating an

21

atmosphere where employees commit to the organization and deliver their best

performance for the company every day (Eldor & Vigoda-Gadot, (2016). Employees

potentially benefit from being committed to the organization by enjoying a positive and

effective attitude and performance each day while at work.

Some organizational leaders create employee well-being programs. Yanping, Jia,

Yidong, and Xinxin (2014) studied the effect of ethical leadership on the well-being of

employees, based on the social exchange theory. The study was prompted by a series of

employee suicides within the Foxconn Company in China. The Foxconn Company

tragedies are what initiated the interest in employee well-being, originally thought to be

of importance only outside the workplace (Yanping, Jia, Yidong, & Xinxin, 2014).

Yanping, Jia, Yidong, and Xinxin (2014) submitted questionnaires to 302 employees and

34 supervisors of an organization in China. Yanping, Jia, Yidong, and Xinxin (2014)

used hierarchical linear modeling to examine the results of the questionnaires. The

results revealed overwhelmingly, that ethical leadership positively affects the well-being

of employees within the organization. These organizations try to increase employee

engagement by showing an interest in the employee’s well-being, health, and inclusion

within the organization. Carvalho and Chambel (2014) suggested that work-to-family

enrichment and employee well-being work hand-in-hand to positively affect both work

performance and family life. Employee engagement and organizational performance can

improve by increasing work-to-family enrichment and work-life balance (Carvalho &

Chambel, 2014). An inherent need exists among all employees to feel safe and secure

22

before they can commit to the organization, therefore making employee well-being a

precursor to employee engagement.

Shuck, Rocco, and Albornoz (2011) performed a study with participants from a

multinational service company described by Forbes as one of the world’s most admired

companies. The researchers surmised that employees committed to the organization

exhibited attentiveness in their work and displayed a deep connection toward the

organization (Shuck, Rocco, & Albornoz, 2011). Shuck, Rocco, and Albornoz (2011)

discussed the importance for human resource development (HRD) scholars and

practitioners to develop research and strategies aimed at the lack of employee

engagement in the global workforce. Unengaged employees uncouple themselves from

the organization, decreasing enthusiasm, and their emotional link to the organization

(Truss, Shantz, Soane, Alfes, & Delbridge, 2013). While employee engagement

increases organizational performance, the lack of employee engagement leads to higher

turnover and lower customer satisfaction. Organizational leaders are becoming

increasingly cognizant of the need to increase employee engagement to remain

competitive in their respective industries (Rees, Alfes, & Gatenby, 2013). Market share

and added value of the organization are not driven solely by cost and quality of the

product, but also by a greater employee commitment to the organization’s corporate

objectives (Rees, Alfes, & Gatenby, 2013).

One way of increasing employee engagement is by using performance management.

Performance management is the framework guiding managers in the development of

employee engagement (Decramer, Smolders, & Vanderstraeten, 2013). Performance

23

management is the act of creating a shared vision among employees, focused on the

organizational goals, and helping the employees to understand their part in making it

work (Decramer, Smolders, & Vanderstraeten, 2013). More research is needed to

understand how the separate sections of performance management individually affect

employee engagement.

Biswas and Bhatnagar (2013) gathered data from 246 managers, from six

organizations located in India. The study focused on the relationship between perceived

organization support (POS), and person-organization fit (P-O fit). POS and P-O fit were

antecedents and organizational commitment and job satisfaction were consequences. The

findings of the study lead the authors to suggest that when employees perceive a higher

level of organizational commitment, employees felt an increased person-organization fit,

therefore leading to higher employee engagement and higher organizational performance

(Biswas & Bhatnagar, 2013). Organizations should maintain an engaged workforce to

retain employees, improve productivity, and increase customer loyalty (Arrowsmith &

Parker, 2013).

Predicting Employee Engagement

Rooy, Whitman, Hart, and Caleo (2011) suggested that measuring workforce

attitudes is a business imperative. Earlier in the decade, prior to 2006 when the economy

was better, organizations were focusing on measuring workforce attitudes to gain a better

understanding on what engages employees (Rooy, Whitman, Hart, & Caleo, 2011). With

the economic downturn, organizations turned away from employee surveys and other

measuring tools dealing with employee attitudes because they determined the focus must

24

be on the corporate bottom line to remain competitive during the difficult times (Rooy,

Whitman, Hart, & Caleo, 2011). Rooy, Whitman, Hart, and Caleo (2011) studied the

change from employee surveys and other measuring tools, and determined that measuring

employee attitudes and promoting positive employee engagement was as critical during

economic difficulties and is as effective during this time as well. A downturn in

employee engagement during financial downturns is brought on by the organizational

leaders’ choice to ignore employee engagement during this time and not by the economy

itself, therefore concluding that a constant focus on employee engagement during

financial crisis will positively affect the organization (Rooy, Whitman, Hart, & Caleo,

2011).

In his 1982 book Out of the crisis, W. Edwards Deming described performance

appraisals as one of the “seven deadly diseases of management” (Trosten-Bloom, Deines,

& Carsten, 2014). Performance appraisals instill fear and only promote short-term

performance enhancement (Trosten-Bloom, Deines, & Carsten, 2014). Successful

organizations move away from top-down decision making and communication to a more

flat communication network, involving employees more (Trosten-Bloom, Deines, &

Carsten, 2014). Without performance appraisals, predicting employee engagement

becomes more difficult. One way to predict employee engagement is by using core self-

evaluations (CSE). Nubold, Muck, & Maier (2013) researched how core self-evaluations

(CSE) relate with transformational leaders in terms of its influence on follower

motivation and performance. Nubold, Muck, and Maier (2013) found that employees

with low self-efficacy levels benefit from transformational leaders. Employees with low

25

self-efficacy levels also benefited more from self-evaluations and transformational

leaders because they had the most to gain. Employees who rate low on core self-

evaluations see tasks as nearly impossible and think themselves incapable of performing

them. These employees then benefit greatly from transformational leader’s motivation

capabilities because transformational leaders motivate and inspire. Employees with high

core self-evaluations see tasks as a challenge and achievable, and therefore do not benefit

as much from transformational leaders.

Many employee engagement models, such as those by (a) Colbert, Mount, Harter,

Witt, & Barrick, 2004, (b) Dvir, Eden, Avolio, & Shamir, 2002, (c) Kahn, 1990, (d)

Macey & Schneider, 2008, (e) Wellins & Concelman, 2006, focus on individual

employee situations within an organization (Cowardin-Lee & Soylap, 2011). Cowardin-

Lee and Soyalp (2011) discussed a study by Pugh and Dietz (2008) in which engagement

measures were aggregated to unit and subgroup measures to capture social norms. The

2011 study conducted by Cowardin-Lee and Soyalp focused on whether the central or go-

to employees were the most engaged within the organization and whether employees

exhibit different behaviors in different work networks.

Relationship between Leadership Styles and Employee Engagement

Leadership is one of the most important factors in building employee engagement

(Cerna, Jaklic, & Skervaj, 2013; Mo & Shi, (2017); Schyns & Schilling, 2013). Building

sustainable employee engagement requires energy and involvement from both employee

and leader (Peterson, Walumbwa, Avolio, & Hannah, 2012; Wang & Hsieh, 2013).

Organizations with a high employee engagement level show a shareholder return of

26

nearly triple compared to organizations with low employee engagement (Gupta &

Sharma, 2016). The failure to initiate employee engagement comes from leaders

underestimating the commitment needed to make it work (Tuckey, Bakker, & Dollard,

2012). Organizations who have successfully initiated employee engagement reap the

benefits.

Jenkins and Delbridge (2013) identified two main forms of leadership approaches to

employee engagement, the soft approach, and the hard approach. The soft approach

focuses on building a positive workplace environment and increasing a positive

relationship between leaders and employees. The hard approach focuses on improving

employee effort to improve organizational performance (Jenkins & Delbridge, 2013).

Jenkins and Delbridge (2013) studied the two approaches by observing an organization,

which used the soft approach and one that used the hard approach. The soft approach,

which includes manager’s willingness to communicate and build relationships with

employees, provided an increase in employee engagement within the organization. The

organization using the hard approach saw an increase in disengagement (Jenkins &

Delbridge, 2013).

In a 2010 IBM survey of over 1500 Chief Executive Officers from 60 countries and

30 different industries, employee creativity is more important to organizational success

than management discipline or organizational vision (Gupta & Singh, 2014). Employee

creativity accounts for useful ideas needed for the creation and design of organizational

products, processes or services (Gupta & Singh, 2014). Leaders have the most influence

on fostering employee creativity (Gupta & Singh, 2014). Xu and Thomas (2011) found

27

that organizations spend considerable resources to measure and improve employee

engagement. Leadership is a key antecedent to employee engagement (Xu & Thomas,

2011). Xu and Thomas (2011) also identify the lack of research dedicated to the link

between leadership and employee engagement levels. In this article, Xu and Thomas

(2011) used the transformational leadership style as a comparison factor to the level of

employee engagement within an organization.

Leaders possess the ability to create or destroy employee engagement. The

relationship between leader and employee must be strong to build or maintain

engagement. Farrell (2013) suggested that poor leadership or mistakes made by leaders

could lead to organizational failure. Failure to communicate a vision, maintain integrity

or failing to make timely decisions were all examples of leadership mistakes (Farrell,

2013).

Job satisfaction is a predictor of work engagement (Yalabik, Popaitoon, Chowne, &

Rayton, 2013). Organizational commitment and work engagement are directly

correlated, and based on a valued exchange of content from their employer (Yalabik, et

al, 2013).

Mo and Shi (2017) suggested that leaders who display ethical behaviors would affect

employees’ attitudes and work behaviors. The authors tested a model, which suggested

that work engagement acts as a mediator between ethical leadership and employee

initiative. A value driven form of leadership such as ethical leadership affects the beliefs

of their followers as well as their motivation, attitudes, and behaviors. Michie and

Zumitzavan (2012) studied the relationship between manager’s learning, and leadership

28

styles and organizational outcomes. The study was conducted on firms in Thailand. The

role of leadership has always played a key role in organizational outcomes. Michie and

Zumitzavan (2012) found that learning by leaders significantly correlated with how they

acted as managers. Managers who engaged in four learning styles, action, thinking,

feeling, and assessing others, also engaged more frequently in a greater variety of

leadership styles such as challenging, inspiring, enabling, modeling, and encouraging. In

this quantitative study, Michie and Zumitzavan (2012) concluded that the effect of

learning styles on organizational effectiveness was mediated by learning styles.

Leadership is an outward focus with a future vision, and management is an inward focus

on immediate needs (Yu-Chi, 2017).

Authentic leadership is a pattern of leader behavior that draws upon and promotes

the positive psychological capacities and a positive ethical climate. Authentic leadership

fosters increased self-awareness, an internalized morale perspective, balanced process of

information, and relational transparency on the part of leaders, fostering positive self-

development (Jiang, H. & Men, R.L. (2017). The authors studied how authentic

leadership promotes positive employee attitudes and contributes to organizational

performance. There is a link between authentic leadership and employee positivity in

extreme contexts, such as police and military organizations (Peterson, Walumbwa,

Avolio, & Hannah, 2012). The authors found that authentic leaders increased employee

positivity, or engagement. Authentic leadership is a higher order construct composed of

four dimensions; internalized moral perspective, self-awareness, relational transparency,

and balanced processing. The trust earned by the authentic leaders prior to stressful

29

situations is critical to how employees perform. Wang and Hsieh (2013) studied the

effect of authentic leadership on employee engagement through employee trust by

gathering data from 386 employees from the top 1000 manufacturing companies in

Taiwan. The results showed that both supervisors’ consistency between words and

actions as well as their moral perceptions positively relate to employee engagement. The

authors suggested that the most important component of effective leadership is that

leaders treat their employees’ authentically. In recent years, the focus on the topic of

authentic leadership has gradually increased in both practical and academic fields (Wang

& Hsieh, 2013). A reason for the increased focus on authentic leadership is that authentic

leadership is acknowledged as a root construct of all positive forms of leadership, and it

plays a vital role in addressing organizational and societal problems (Wang & Hsieh,

2013).

Townsend, Wilkinson, and Burgess (2014) examined managerial strategies toward

employee relations in three organizations from the hotel sector located in Australia. The

three organizations were actively pursuing activities to increase employee engagement.

One organization focused on individualized engagement efforts, one on engagement

increased through collaborative efforts across the entire workforce and the third had a

conflictual relationship with the workforce while trying to increase engagement

(Townsend, Wilkinson, & Burgess, 2014). The organization focused on building

engagement on a personalized basis showed increasingly higher engagement levels than

the other two organizations, therefore suggested that individualizing, and personalizing

relationships between leaders and employees increases engagement (Townsend,

30

Wilkinson, & Burgess, 2014). In both good times and in bad, organizations can foster

positive organizational productivity by fostering a culture of engaged employees

(Bhuvanaiah & Raya, 2015). One way to create that culture is to have people at the top

who inspire belief in the organization’s future.

Hunter, Neubert, Perry, Witt, Penney, & Weinberger (2013) studied the effects of

servant leadership upon the employees, and whether the employees respond positively to

it. Servant leaders model the behavior expected of their employees, thereby teaching

them how to serve (Hunter, Neubert, Perry, Witt, Penney, & Weinberger, 2013). The

employees of servant leaders exhibit higher servant employee engagement.

Procedural fairness interacts with empowering leadership to promote employee

organizational citizenship behavior (OCB) (Van Dijke, De Cremer, Mayer, & Van

Quaquebeke, 2012). The authors focused on two empowering leadership types,

encouraging self-development, and encouraging independent action. Van Dijke, et al

(2012) found that leaders who encouraged self-development made employees desire

information regarding their value to the organization. Leaders who encouraged

independent action decreased employee’s desire for this type of information (Van Dijke,

De Cremer, Mayer, & Van Quaquebeke, 2012). These results showed that leaders who

encourage independent action develop employees who do not need procedural fairness to

be engaged.

Zhang and Chen (2013) investigated three levels of self-identity in the workplace:

self-determination, supervisor identification, and organizational identification, for their

mediating effects on developmental leadership and organizational citizenship behavior.

31

Zhang and Chen (2013) gathered data from 469 employees in two Chinese firms. Zhang

and Chen (2013) found that the strongest mediator was supervisor identification, second

was self-determination, and third was organizational leadership. Zhang and Chen (2013)

also found that positive citizenship behaviors were a result of strong psychological bonds

with their supervisors and the feel of autonomy at work, not because of a feeling of

allegiance to the company. Full employee engagement includes a connection to the

organization as well.

Kim (2014) studied the effect of coaching on 234 employees of a private

conglomerate in South Korea. Managerial coaching is defined as a managerial tactic that

improves employee learning and effectiveness (Kim, 2014). The majority of

organizational leaders use to develop their employees (Kim, 2014). Coaching, rather

than directing by leaders, shows an interest by leaders in the personal development and

success of employees, therefore building a relationship between leader and employee.

Kim (2014) investigated the factors that shape followers’ initial reactions to leaders. The

author hypothesized that followers’ self-concepts, such as self-esteem and self-construal,

would predict their conceptualization of an ideal leader, which would then predict

followers’ preference for specific leadership styles. The author found that self-construal,

a perception about their thoughts, feelings, and actions in relation to others, was a bigger

factor than self-esteem in how followers react to leadership styles (Kim, 2014). All

leadership styles contain the power to influence others. Goncalves (2013) focused his

research on various techniques of gaining power within an organization and how one

would use these powers when managing organizational behavior. The leadership of a

32

corporation can be in jeopardy when little attention is given to how power is used. The

leadership process itself can become bland or unsuccessful when divorced from the

mission of the organization, its people, and the culture (Goncalves, 2013).

Batista-Taran, Shuck, Gutierrez, and Baralt (2013) discussed the findings from The

Proceedings of the Eighth Annual College of Education & GSN Research Conference,

which addressed the relationship between leadership styles and employee engagement in

the workplace. The competitive global marketplace is forcing organizations to look

beyond the typical focus of employee motivation and towards having an engaged

workforce (Batista-Taran, Shuck, Gutierrez, & Baralt, 2013). Many organizations looked

at cash flow, investments, capital expenditures, etc. to gauge their performance, but over

the years, businesses have added employee development and performance management

as a strategic business priority to improve employee engagement and their competitive

advantage.

Leadership Styles’ Influence on Employee Engagement

Mario Buble (2012) performed a study on the interdependence between

organizational culture and leadership styles in organizations within Croatia. The original

thinking was that organizational culture and values were separated from employees.

Buble (2012) found through his research that organizational values and culture had a

large influence on individual employees and that the culture significantly affects the

success of the organization. Buble (2012) used a quantitative research method for the

study, and concluded that bureaucratic and formalized cultures of organizations in

Croatia are further developed than other types. Buble (2012) also concluded that the

33

dominant leadership style used by managers in Croatia is authoritarian, with the

exception that the managers were receptive to employee suggestions.

Servant leadership is a style of leadership in which the concerns of employees,

ethical fortitude, and employee engagement are at the forefront (Carter & Baghurst,

2014). Employees are viewed as one of the greatest assets of the company and leaders

focus on how to help employees reach their potential (Carter & Baghurst, 2014). Carter

and Baghurst (2014) performed a study, gathering data from two focus groups, as well as

direct observation of approximately 100 employees from restaurants in the Dallas, TX

area. The results showed that employees within environments run by servant leaders felt

their opinions were valued, and felt strong ties to their organization (Carter & Baghurst,

2014).

Burke, Koyuncu, Fiksenbaum, and Tekin (2013) studied the antecedents and

consequences of work engagement, gathering data from 549 participants who worked in

the hotel industry in Turkey. Frontline workers at these hotels worked long hours, for

low pay. The data gathered from the participants reflected a low engagement level, based

on low work-family balance, and poor job satisfaction (Burke, Koyuncu, Fiksenbaum, &

Tekin, 2013). Those employees who felt their voice was heard by their leaders, and had

a relatively decent work-life balance showed higher levels of work engagement (Burke,

et al, 2013). Respect, optimism, and trust figure as one of the most prominent

characteristics of what defines effective leadership (Stander, de Beer, & Stander, 2015).

Authentic leaders become moral agents who bring positivity to an organization and its

employees (Stander, de Beer, & Stander, 2015).

34

Authentic leadership is the use of a greater self-awareness and positive behaviors to

create an atmosphere for employees of trust, hope, and optimism (Azanza, Moriano, &

Molero, 2013). Owusu-Bempah (2012) tested his theory that the authentic leadership

construct varied in different settings. To test this theory, the author compared leader and

follower constructs of authentic leadership among public and private organizations in

Ghana. Owusu-Bempah (2012) surveyed 30 leaders and followers in two organizations,

one in each private and public organization. The author concluded that some attributes of

authentic leadership were common among the organizations. Those attributes were

leader goal-orientedness, good listening skills, leader respect for followers, objectivity

and justice, inspirational teaching and leader commitment, God fearing, leader fairness,

and leader flexibility. These traits help in building employee engagement (Owusu-

Bempah, J. 2012).

Choudhary, Akhtar, and Zaheer (2013) performed a study using 155 participants

from a service sector within Pakistan. The study was a comparison between the

transformational and servant leadership styles. Servant leadership evokes emotion and

employee behaviors in a positive way, while transformational leadership is an

inspirational style, which motivates employees to care about the organization at a higher

level (Choudhary, Akhtar, & Zaheer, 2013). Transformational leadership was found to

be more useful in increasing organizational learning, which in turn increases

organizational performance, making transformational leadership a more effective style

for increasing organizational performance than servant leadership (Choudhary, Akhtar, &

Zaheer, 2013). Transformational leadership evokes more pride in an employees work

35

and pride in the organization (Choudhary, Akhtar, & Zaheer, 2013). When workers feel

pride in their work and the people they work for, workers enjoy work at a much higher

level (Mishra, Boynton, & Mishra, 2014). Mishra, Boynton, and Mishra (2014)

suggested that open communication is key to instilling pride in employees’ work. When

the direct manager presents the open communication, employee pride is increased

(Mishra, et al, 2014). Bates and Weighart (2014) suggested that executive presence, not

just direct management communication, is essential to building employee engagement.

Bates and Weighart (2014) conducted a pilot study with 100 leaders at 20 different

organizations. More than half of the participants were senior executives and the rest were

mid-level executives. Bates and Weighart (2014) found that all executives had strengths

and areas for improvement. All executives had revealed, the skills that had taken them to

their current management level were not still a part of their leadership styles at their new

level (Bates & Weighart, 2014). The executives had abandoned the skills that propelled

them to new levels, in favor of skills they thought were more important at the new level,

therefore alienating them from the workforce (Bates & Weighart, 2014).

Workplace Deviance

Employees disconnected with their organization provide lower productivity, higher

absenteeism, and present retention issues within organizations (Radda, Majidadi, &

Akanno, 2015). According to a 2013 Gallup employee engagement survey, over 50% of

American workers feel disconnected and undedicated to their organizations, creating an

annual productivity loss of over $300 billion (Radda, Majidadi, & Akanno, 2015).

Johnson (2011) suggests that there is an abundance of research regarding the relationship

36

between employee engagement and business performance but very little about the

correlation between ethical behavior and employee engagement. Workplace deviance is

counterproductive work behavior. Johnson (2011) defines workplace deviance as

voluntary acts undertaken by employees who violate the well-being of the organization

and its members. Johnson (2011) found, during her phenomenological study, that as

overall organizational ethical behavior increased, counterproductive work behavior by the

employees decreased. Johnson (2011) also identified three predictors of workplace

deviance behavior: (a) personal ethics, the degree to which individuals believe the

organization empowers employees to have input into decisions, (b) self-interest, the

degree to which individuals concern themselves with only their own well-being, and (c)

employee focus, the level of concern the organization’s leaders show toward the

employees.

Schyns and Schilling (2013) focused on the effects of destructive leadership.

Schyns and Schilling (2013) found that there was a higher correlation between

destructive leadership and high turnover, resistance, and counterproductive work

behavior, than there was with the relationship between effective leadership and positive

attitudes toward the leaders, and employee well-being. Destructive leadership has a

bigger impact on an organization than effective leadership does (Thoroughgood, Padilla,

Hunter, & Tate, 2012). Thoroughgood, Padilla, Hunter, and Tate (2012) researched

destructive leadership and its significance on the work-force, as opposed to the typical

study of how effective leadership affects the workforce. Destructive leadership results in

37

failed organizations, and this type of poor leadership has caused immense economical

and financial losses (Thoroughgood, Padilla, Hunter, & Tate, 2012).

Transition

Employee engagement remains an important construct needed to increase

organizational effectiveness and profitability (Reissner & Pagan, 2013). In section 1, I

identified the specific business problem as the lack of strategies by front line managers,

to build employee engagement. Without strong management strategies to create

employee engagement, the organization’s managers will struggle to meet the full

potential of the organization. Section 1 also includes an in-depth review of research

related to the construct of employee engagement, along with background of the problem,

and the methodology and the purpose of this research.

Section 2 of this study presents the methodology clarifying the focus of this study

and the research design used to understand the creation of employee engagement within

organizations. Section 3 provides the vehicle to present the findings of the study and its

implications to global business practices.

38

Section 2: The Project

Higher levels of employee engagement lead to increased return on assets, higher

earning per employee, higher performance, greater sales growth, and lower absenteeism

(Xu & Thomas, 2011). Managers who foster at least 65% employee engagement, based

on employee engagement surveys conducted by Hewitt Associates, Inc., provide a 19%

higher return to shareholders than those managers who do not foster a 65% or higher

employee engagement level (Clayson, 2010).

Purpose Statement

The purpose of this qualitative exploratory single site case study was to identify the

strategies managers use to build employee engagement for improving organizational

performance. The targeted population comprised managers in a Midwestern beverage

manufacturing company who have responsibility for leading hourly employees, and

ensuring accountability. The implication for positive social change includes the potential

to improve the employee’s stress level at work, therefore improving the work/life

relationship. Access to the information contained in this study may improve the

employees work environment by facilitating a more favorable work experience for the

employee. Managers could use the information from this study to train leaders and

improve the needed leadership skills to build employee engagement. By improving

leadership skills, managers could improve organizational profitability, and relieve work-

related stress (Breevaart, Bakker, Hetland, Demerouti, Olsen, & Espevik, 2014).

39

Role of the Researcher

The role of the researcher is to understand the lived experiences of the participants

(Moustakas, 1994). As the researcher, I recruited participants from a beverage

manufacturer located in the Midwest. I collected data, explored new knowledge, and

reported all data collected. I have a prior working relationship with some of the potential

participants; therefore, extra precautions were taken to remain unbiased and adhere to

high ethical standards throughout the research study, and ensure transparency throughout

the research study. When using people to gather data and information, it is of the utmost

importance to adhere to high ethical standards and use precautions to ensure an unbiased

study (Yin, 2015). A strong ethical standard will ensure the avoidance of bias (Yin,

2015). I adhered to the following set of rules throughout the project. Retrieved data was

coded using letters instead of names, therefore, while compiling the data the names were

hidden and therefore easier to dismiss the personal aspect in the data and concentrate only

on the data at hand.

To help maintain an unbiased state, I used member checking. Member checking is

a technique in which the interviewer summarizes the data collected, restates it to the

participant and solicits feedback from the participant as to the accuracy and validity of

the information received (Yin, 2015). I also have a relationship with employee

engagement. As a manager, I was tasked with leading, motivating, and directing both

hourly and salaried employees within a manufacturing setting. Being a part of a

management team introduced me to many different types of leadership styles and

40

management techniques, which brought out different reactions and commitments from

the employees. My experiences enticed me to study employee engagement.

When performing research in which data gathering is performed using human

subjects, it is of utmost importance to ensure the research is performed using the highest

of ethical standards (The Belmont Report, 1979). People used in research studies deserve

respect and protection. As a researcher, I also had the responsibility of beneficence, or

the responsibility to refrain from harming the participant and maximizing the possible

benefits from the data provided by the participant (The Belmont Report, 1979).

To ensure this research was performed with the highest of ethical standards, I

ensured full disclosure of the use of the data collected for this research project to the

participants. I used only the participant codes and not the names of the participants. I

also ensured that any information within the study relating to participants was identified

by participant codes and not names. I maintained anonymity for all participants and

provided copies of the data collected from each participant for them to keep, if they

requested such information. I have also keep the data in a file on my computer, which is

password protected.

To gather data, I used an interview protocol. An interview protocol provides for a

guided conversation with the participants (Yin, 2015). The interview protocol is

important because it guides the researcher during interviews to keep focused and on

topic. The protocol serves three purposes: as a guide for the researcher during the

interview organization process, a prop during the interview to keep the interviewer on

track, and as a prop in which it gives the appearance of a more formal inquiry to the

41

participant, helping the participants to be more forthcoming with information (Yin,

2015). The protocol for this study consisted of sending a set of interview questions to the

participants via email (see appendix A). I then conducted a phone interview with each

individual participant. Following the initial phone interview, I used a second phone

interview to conduct member checking and gather additional information as needed,

followed by more member checking. Member checking is the act of summarizing the

information gathered from the participant, synthesized and restated back to the participant

soliciting feedback as to the accuracy with which the data is presented (Yin, 2015). In

addition to member checking, the participant was given a copy of the transcript from the

interview to ensure full disclosure and allow the participant to see that the information

gathered reflected their ideas and information.

Participants

Participants for this study were purposefully chosen and consisted of 3 managers

who have are directly responsible for creating, supporting, or limiting employee

engagement within a beverage manufacturing facility. Yin (2015) stated purposeful

sampling allows the researcher to choose those participants who will provide the most

relevant information, therefore I used purposeful sampling to choose the participants for

this study. The managers were selected to be participants because, according to company

line performance metrics, they successfully built employee engagement for improving

organizational performance. Line performance is a measure of operational efficiency.

The performance rate is calculated by taking the overall scheduled minutes (OSM) minus

total downtime minutes (TDM) equals total run minutes (TRM). Calculate TRM divided

42

by OSM times 100 equals the performance percentage for that production line. This

calculation is standard company-wide to establish performance for each production line

in the company.

As suggested by Dworkin (2012), each participant was assured of his privacy,

providing strict confidence of all information provided by the participant. Morse,

Lowery, and Steury (2014) suggested a researcher must remain flexible to allow the

participant enough flexibility to provide the response they wish to share, so I followed

this recommendation. Email addresses and phone numbers of participants were located

in the corporate employee database for accessibility. I sought permission to contact the

potential participants, via email, from the Director of Manufacturing of the beverage

manufacturing site chosen for this study.

As suggested by Wang (2013) and Kral (2014), I created a working relationship with

the participants by explaining the purpose of the research, how the participants can

benefit, and how the organization can benefit as well. I explained the interview process

upon their acceptance so that they were comfortable with the process. Kallio, Pietil,

Johnson & Kangasniemi (2016), suggested explaining the entire interview process to

ensure participants comfort level with it, so I complied with this suggestion.

Research Method and Design

I used a qualitative case study research design with purposeful selection of

participants. In qualitative studies, researchers study phenomena in its real world context

to understand human problems from different perspectives, and provide for a more

humanistic approach to the research (Yin, 2015). Case study research focuses on

43

illuminating a set of decisions (Yin, 2015). I focused on decisions such as; (a) why a

manager chooses a way of interacting with employees to increase employee engagement,

(b) how the manager changes the interactions to meet the needs of the employees, (c)

what a manager does if his/or her directions are not followed, and (d) if treated the same,

how some employees may react differently to the same interaction. I also focused on

why decisions were made, and what resulted from the decisions, as well as investigating

real-life phenomena (Yin, 2014). The interviews were conducted using a semi-structured

format.

Research Method

I used the qualitative research method to conduct my study. In qualitative studies,

researchers aim to understand human problems from different perspectives, and provide

for a more humanistic approach to the research than the quantitative method would allow

(Yin, 2015). In a quantitative research approach, the researcher quantifies results and

highlights problems (Frels & Onwuegbuzie, 2013). To understand employee engagement

and the management strategies needed to create it, understanding the human perspective

of it is critical. The quantitative approach would not account for this humanistic need. A

study looking at the effectiveness of an intervention would be a good fit for a quantitative

method, whereas a study assessing the nature of that intervention and the purpose for its

implementation would require a qualitative approach (Yin, 2015). In this study, I

explored the management strategies needed to build employee engagement within a

beverage manufacturing facility in the Midwest. The identification of management

strategies needed for increasing employee engagement included the soft side of

44

management, including the relationships and interaction between managers and

employees, therefore the qualitative approach was a more fitting approach for this

research.

Research Design

Case study research provides the avenue for a researcher to study a phenomenon in

its real world context (Yin, 2015). In case studies, the researcher focuses on illuminating

a decision or set of decisions, why the decisions were made and what resulted from the

decisions, as well as investigating real-life phenomena, which made the case study

method the best choice for this study over the four other qualitative methods. Using an

ethnographic study involves an extensive and lengthy field study to identify everyday

norms, rituals, and routines in detail (Hallett & Barber, 2013). This research project did

not benefit from rituals and routines, and would have taken the research in an unintended

direction. In grounded theory research, a researcher builds theory from data, studying the

natural occurrence of social behavior over a long period of time (Hall, Griffiths, &

McKenna, 2013). This design was not conducive to studying the phenomena of creating

employee engagement and identifying the strategies to do so, and therefore was not

considered. In narrative inquiry, the researcher constructs a narrative rendition of

findings from a real-world setting, a study of experience providing a sense of being there

(Kahlke, 2014). Narrative inquiry can prove disastrous if the researcher fails to identify

his or her own theoretical stance, therefore instilling bias in the findings (Kahlke, 2014).

This design did not conform to this study’s focus to identify the frontline management

strategies needed to increase employee engagement in beverage manufacturing facilities.

45

Phenomenological study designs focus on studying human events and lived experiences,

as experienced in real-world settings (Moustakas, 1994). Phenomenological design

allows for resistance of prior concepts that could distort the understanding of the events

(Yin, 2014). Using the case study design provided the opportunity to understand prior

concepts, such as self-efficacy, follower preferences, and Machiavellianism, and how

they correlate to the phenomena (Yin, 2014). A single case study design was correct for

this study.

Data saturation is the point in data collection in which no new or relevant

information is possible (Dworkin, 2012). The importance of data saturation is to give the

full value of the information one wishes to provide through the research (Gergen,

Josselson, & Freeman, 2015). Data for this research study was gathered from all

pertinent participants within a beverage manufacturing site in the Midwest. Interviews

with participants continued until no more new data was gathered from the participants.

When the data becomes repetitive, saturation is achieved. Data saturation is key to

performing first-rate qualitative research (Morse, Lowery, & Steury, 2014).

Population and Sampling

The population for the study was managers and supervisors working in a beverage

manufacturing facility in the Midwest. The managers at this facility were chosen because

the corporate performance documentation shows this facility to perform the best in the

company. The sampling method was typical case purposeful sampling using the criteria

that the participant was involved in the management or supervision of employees in the

beverage manufacturing facility, and experienced success in improving employee

46

engagement. Purposeful sampling plays a key role in qualitative research for the small

selection of participants for the study (Yilmaz, 2013). Purposeful sampling is appropriate

when participants with a certain set of characteristics are important to the researcher

(Jones, 2014). Valerio, Rodriquez, Winkler, Lopez, Dennison, Yuanyuan, and Turner

(2016) suggested using a snowball method to increase the number of participants if

needed to ensure data saturation; however, this case study did allow for increasing the

number of participants because all available managers at the facility chosen for study

were participants. I targeted 7 individuals to participate in interviews and received

acceptance from 3. According to the company employee directory, the 3 participants

represented 57% of the entire management team at the selected facility. According to

Yin (2015), member checking is used after the interview by presenting information back

to the interviewee to ensure accuracy of information. I used member checking

individually, after each interview and after data analysis to ensure data saturation and

accuracy of information gathered during the interviews. Data saturation occurs when the

participants can no longer offer any new insights into the questions asked (Dworkin,

2012). Data saturation is a decision point of the researcher, in which the researcher

decides there is no more need to continue the data collection activity (Oberoi, Jiwa,

McManus, & Hodder, 2015).

Each participant was interviewed over the phone. The geographical location of the

potential participants, juxtaposed to mine, makes face-to-face interviews difficult and

creates the need to perform phone interviews with the participants. To perform phone

interviews, I ensured I had access to a phone charger and outlet to eliminate phone

47

interruptions, and requested the participants to do the same if they choose to use a cellular

phone. The participants were encouraged to find a comfortable and quiet area to

participate in the interview. Interviewing in a private area can provide the participant

with confidence of confidentiality.

Ethical Research

Researchers have a duty to produce knowledge from the actual research and to

uphold ethical principles when doing the research (Gibson & Fedorenko, 2013).

Maintaining high ethical standards is critical when performing research, especially when

dealing with human subjects (Yin, 2015). A researcher must get informed consent from

the participants prior to conducting the research. Informed consent occurs when the

participant gives the researcher written consent to gather data relating to the participant

(Yin, 2015). A standard form was used to gather and verify the consent provided by the

participants, via email. Each participant was told they could withdraw from participation

at any time during the research project. There will be no incentives offered to the

participants for this study.

Maintaining integrity throughout the study is paramount to conducting ethical

research (Yin, 2015). Research integrity means that everything a researcher does and

says can be trusted and represents truthful positions and statements (Yin, 2015). To

assure the ethical protection of the participants, I ensured their confidentiality by

referring to them in the paper as P1, P2, etc., instead of using their names. The letter P

was used to signify a participant along with a number 1-3. Participants are referred to as

P1 or P2, and so on throughout the process. I also do refer to the particular facility at

48

which they work so no one will be able to assume the identity of the participants. I also

provided a written transcript of the interview to each person, via email, for his approval

prior to submission if requested. Therefore, they are assured that their words were not

misconstrued or misrepresented. The name of the organization is protected by referring

to it as organization X, instead of using the real name.

Data gathered for the research study should be held in a secure place for 5 years

(Yin, 2015). Data gathered for the study is saved in corresponding folders on my

computer which is password protected, and on a flash drive, so that the same information

is saved in two different locations, decreasing the opportunity for loss. The database

saved on the flash drive is locked away for a minimum of 5 years, and the information

saved on the password-protected computer is saved for an equal amount of time and then

destroyed. IRB approval was obtained from Walden University IRB prior to conducting

this study. The Walden IRB approval number for this study is 03-10-17-0319660 which

expires on March 9, 2018.

Data Collection Instruments

As the researcher, I was the primary data collection instrument. I obtained

performance metrics for the time-period that I am interviewing the participants. I used a

semistructured interview format to obtain data for this study. The use of interviews and

company performance metrics ensured data triangulation and provided a second form of

data to be analyzed for this research. According to Yin (2014), data collection methods

should entail more than interviews, adding another source of data increases validity in the

research. According to Marshall, Cardon, Poddar, and Fontenot (2013) collection

49

procedures should not be routine and interviewers should take advantage of any

unexpected opportunities. Fassinger and Morrow (2013) suggested standardization of the

interview process establishes consistency when using interviews for data collection.

Standardization is good, but the researcher should be prepared, and allow the participants

to ask for and receive clarification of questions to ensure full understanding before

answering (Gibbons, 2015). I was prepared to handle unexpected opportunities, but used

an interview protocol to stay organized during the interview process. An interview

protocol provides a guide to the interview process (see Appendix A). Using an interview

protocol ensures to cover the investigative areas (Yin, 2014). To verify the accuracy of

the data collected, I used member checking via the phone call. Member checking ensures

the accuracy of the data collected during interviews (Birt, Scott, Cavers, Campbell, &

Walter, 2016; Houghton, Dympna, & Shaw, 2013). Member checking is performed by

restating or summarizing the participant’s responses and asking the participant to verify

the accuracy of the information (Birt, Scott, Cavers, Campbell, & Walter, 2016; Cope,

2014). In addition to member checking, a transcript of the interview was sent to the

participant upon request, to ensure full disclosure.

Data Collection Technique

For an interview to be successful, a researcher must choose the correct technique

and plan for all aspects of the process (Doody & Noonan, 2013). Yu, Abdullah, and Saat

(2014) suggested that data collection techniques could be challenging when large

amounts of data lead to assorted information. The data for this study was collected using

a semi-structured interview for each participant, as well as performance documentation

50

for the facility. Semi-structured interviews were conducted via telephone. The

performance documentation showed the facility performance based on company results

for the selected facility. The advantage of using multiple data collection methods such as

interviews and company documentation is that it provides the opportunity for addressing

a broader range of issues, and more importantly the opportunity to develop converging

lines of inquiry (Yin, 2014). Researchers using only an interview for data run the risk of

inadequate results (Yu, Abdullah, & Saat, 2014). However, researchers preferring

different types of inquiry sometimes misunderstand qualitative research techniques

(Marshall, Cardon, Poddar, & Fontenot, 2013). According to Yin (2014), the

disadvantage of multiple data collection methods is that it creates more complexity to

data analysis; however, using 2 data collection methods in this research study increased

reliability of the findings.

To verify the accuracy of the data collected, I used member checking after the

interview, as well as after data analysis. Member checking is the action of summarizing

the information gathered from the participant, and requesting the participant’s feedback

on the accuracy of the information (Yin, 2015). I asked the participants for corrections if

any, to ensure a completely accurate representation of their information. Member

checking is similar to debriefings used in other investigative areas (Darawsheh, 2014).

Member checking ensures the accuracy of the data collected during interviews and

ensures that data saturation will be reached by the researcher (Birt, Scott, Cavers,

Campbell, & Walter, 2016). Member checking is performed by restating the participants’

responses and asking the participant to verify the accuracy of the interpretation of the

51

information gathered, and ensure they have provided all pertinent information (Birt,

Scott, Cavers, Campbell, & Walter, 2016). Member checking is important to determine if

the information gathered by the researcher accurately reflects the views of the participant

(Yilmaz, 2013).

Data Organization Technique

To remain neutral and mitigate bias, I used a reflective journal. A reflective journal

is a form of bracketing and it increases the researchers’ ability to remain neutral toward

the study (Ponterotto, 2014). Using a reflective journal assists the researcher in

mitigating bias and personal beliefs during research (Lincoln & Guba, 1985). Although

the reflective journal helps to mitigate bias, completely detaching oneself from personal

perceptions is impossible (Yu, 2014). Before approaching potential participants, a

consent form must be approved by the IRB. The participants received and email with a

consent form attached, describing the intent of the study. All questions about the study

from the participants were answered prior to commencing with the interviews. All

information and forms are kept in a locked file and on electronic thumb drive, which is

locked in the file as well, for 5 years. After the 5-year timeline has expired, all forms will

be shredded and thumb drive erased.

Data Analysis

Data analysis involves the exploration of reoccurring themes and patterns, and

clearly interpreting them (Berger, 2013; Cope, 2014; Nassaji, 2015). During the data

analysis phase, I listened for themes developing within the data gathered from the

participants. I wrote down the themes, and repeatedly listened to the recordings of all the

52

interviews to ensure accurate representation of all themes identified during the analysis

phase. The themes were analyzed to ensure they correlate with the overall research

question.

Data triangulation means the researcher gathers data from a variety of sources,

allowing the researcher to gain more knowledge (Graue, 2015). Yin (2014) described

four types of triangulation used in the analysis of data within a case study. The four types

consist of data triangulation, investigator triangulation, theory triangulation, and

methodological triangulation. To analyze the data collected for this research project, data

triangulation was selected. Data triangulation consists of obtaining data and information

from two or more sources, corroborating the same phenomena (Carter, Bryant-Lukosius,

DiCenso, Blythe, & Neville, 2014; Yin, 2014). The sources of data triangulation for this

study consisted of interviews, and company documentation.

I used the explanation building analysis method for data analysis. The explanation

building analysis method is a type of pattern matching (Yin, 2014). Explanation building

analysis is the act of building an explanation about the study (Yin, 2014). As explained

by Yin (2014) building an explanation is to explain causal links, which in turn explain the

how and why something happened.

Data was analyzed using the NVivo 11 software. This data analysis software helps

to code and categorize large amounts of text (Yin, 2014). Each participant was identified

using a code used instead of a name to protect the participant and provide anonymity to

eliminate bias. The letter P will be used to signify a participant along with a number 1-3.

Therefore, a participant is referred to as P1, P2, or P3.

53

Reliability and Validity

Reliability and validity of qualitative research is made clearer through a strong

framework (Sousa, 2014). Taking appropriate steps to ensure reliability and validity of

the research helps in mitigating bias (Frels & Onwuegbuzie, 2013). Reaching data

saturation is another way to ensure reliability and validity of the research. Data

saturation is the point in which no new information is possible (Dworkin, 2012).

Reliability

The reliability of case study research can be maximized by following three

principles; use multiple sources of evidence, create a case study database, and maintain

the chain of evidence (Yin, 2014). The use of multiple sources of evidence allows the

researcher to explore a broader range of issues (Yin, 2014). Developing a case study

database provides an avenue to better organize collected data. Data that is better

organized is easier to use and analyze, therefore providing a better study. Maintaining

the chain of evidence is critical for the study. This notion is similar to that used in

forensic investigations (Yin, 2014). Each step taken by the researcher should be capable

of being tracked, and proven to be free of tampering to provide a reliable study (Yin,

2014).

Dependability

Dependability of the research data is maximized when the process of selecting,

justifying, and applying research strategies is clear (Lincoln & Guba, 1985; Lishner,

2015). Using member checking is also a way of maximizing dependability by ensuring

54

the data gathered is represented correctly, logically, and clear as what the participant

meant to convey (Marshall, Cardon, Poddar, & Fontenot, 2013; Yilmaz, 2013).

Validity

The validity of a project is very important, although it can be seen as a weakness in

qualitative research (Mangioni & McKerchar, 2013). Internal and external validity tests

ensure a quality case study. External validity addresses the generality of the study’s

findings beyond the current case study (Yin, 2014). External validity addresses whether

the results can be applicable to another similar case. Case studies rely on analytical

generalizations in which a researcher strives to generalize a set of results to a broader

theory (Yin, 2014).

Internal validity is mainly a concern for when a researcher is explaining how an

event led to another event. A concern of internal validity is inference (Fan, 2013).

Researchers infer that a particular event occurred due to an earlier event. Kahlke, (2014)

suggests the biggest threat to validity and credibility is subjectivity on the part of the

researcher. I focused on internal validity in this study, using the explanation matching

method for data analysis.

Credibility

Credibility means that the participants find the results to be true (Venkatesh, Brown,

& Bala, 2013; Yilmaz, 2013). To ensure credibility of the study, I used member

checking throughout the interviews. Member checking ensured that the data gathered

was truly that which was intended by the participant, which ensures credibility of the

study (Birt, Scott, Cavers, Campbell, & Walter, 2016).

55

Transferability

Transferability occurs when statements within the study can transfer to other

populations (Lincoln & Guba, 1985). Yilmaz (2013) stated that transferability takes

place when findings or methods are transferable to other qualitative studies. In case

study research, only methods are transferable due to the small sample size. The findings

are not transferable because the findings in a case study can be different even if the same

sample is used several months later. Mangioni and McKerchar (2013) suggested that the

perceived weakness in qualitative research is the validity or robustness of the findings,

and the ability to replicate such studies. To ensure transferability, I carefully documented

and described the entire process of data gathering.

Confirmability

Confirmability of the data is an important factor for validity of the study. Lincoln

and Guba (1985) described confirmability as an impartiality of the findings due to the

interest of the researcher and the participants. To ensure confirmability, I used member

checking throughout the data gathering process to ensure the information was correct.

Member checking ensured that the data gathered was truly that which was intended by

the participant, which ensured credibility of the study (Birt, Scott, Cavers, Campbell, &

Walter, 2016). I also used data triangulation to ensure confirmability. Data triangulation

means the researcher gathers data from a variety of sources, allowing the researcher to

gain more knowledge (Graue, 2015). I supplied a copy of the interview transcript to the

56

participant, if requested, so the participant could confirm that the data gathered is that

which he intended.

Data Saturation

Data saturation is the point in data collection in which no new or relevant

information is possible (Dworkin, 2012). The importance of data saturation is to give the

full value of the information one wishes to provide through the research (Gergen,

Josselson, & Freeman, 2015). I reached data saturation for this research study by

gathering data from all pertinent, available participants from the beverage manufacturing

site within the Midwest of a certain beverage manufacturing organization. I phone

interviewed the participants to understand their strategies for increasing employee

engagement. Follow up interviews commenced until no more new data gathered from the

participants was obtained, and the data started to repeat, showing that saturation was

present. Data saturation is key to performing first-rate qualitative research (Morse,

Lowery, & Steury, 2014).

Transition and Summary

This study was conducted using a qualitative case study. Participants for this study

were purposefully chosen, and consisted of 3 managers who have a direct responsibility

for creating, supporting or limiting employee engagement within a beverage

manufacturing facility. When using human subjects, a researcher must stick to the

highest of ethical standards to protect both the participants and the data. This research

will serve as information for other manufacturing organizations to increase their

employee engagement and by doing so, increase organizational efficiency and revenue.

57

Section 3 provides the vehicle to present the findings of the study and its

implications to global business practices. Data gathering and analysis took place. The

data was organized and placed in folders for protection and the findings presented within

this section.

58

Section 3: Application to Professional Practice and Implications for Change

Introduction

The purpose of this qualitative exploratory single site case study was to identify

the strategies that managers use to build employee engagement for improving

organizational performance. Employee engagement directly affects organizational

performance, as well as employee motivation and satisfaction (Barros, Costello, Beaman,

& Westover, 2015). When employees leave a company, the majority leaves because of

their manager, not the company as a whole (El Badawy & Bassiouny, 2014). This

solidifies the assumption that managers play a large part in building employee

engagement.

To identify strategies, managers use to build employee engagement, I interviewed

managers within the highest performing facility of a Midwestern beverage manufacturing

company. I used company performance documentation, conducted semi-structured

interviews with follow-up questions, and member checking, until I achieved data

saturation. Data analysis was performed using the NVivo 11 software, in which I

identified several themes identifying strategies used by the managers. The main themes

identified were maintain open and honest two-way communication, set expectations and

ensure understanding, maintain a professional relationship, and include employees to feel

they are an important part of the company.

Presentation of the Findings

The overarching research question for this study was: What strategies do

managers use to build employee engagement for improving organizational performance?

59

I formulated the interview questions to glean an understanding of the strategies used by

the frontline managers to build employee engagement that increased organizational

performance at the selected facility. I expected the initial participant size to be five;

however, only three agreed to participate. To ensure a sufficient collection of data, I

added three follow-up questions to the last interview and performed member checking

during this follow up interview as well. Upon analysis, I identified four themes: maintain

open and honest two-way communication, set expectations and understanding, maintain a

professional relationship, and inclusion of the employees so they feel they are an

important part of the company. Singh (2016) stated actions such as those detailed by

these themes, bring on intrinsic motivators created by a culture of respect, recognition,

trust, and autonomy. The themes identified in this study can be categorized under the

cultural themes of respect, recognition, trust, and autonomy.

Table 1

Major Themes Identified

No.

Major themes % of participant

response

No. of participant

response on theme

1 Open and honest communication 100 3

2 Set expectations and understanding 100 3

3 Maintain a professional relationship 100 3

4 Inclusion as an important part of the

company

100 3

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Theme 1: Open and Honest 2-Way Communication

Each of the participants discussed the need for effective communication between

manager and employee (see table 2). Successful organizations move away from top-

down decision making and communication to a more flat communication network,

involving employees more (Trosten-Bloom, Deines, & Carsten, 2014). Kovjanic, Schuh,

and Jonas (2013) suggested employees need to feel a sense of belonging and autonomy,

which transformational leaders automatically provide for their employees. Jenkins and

Delbridge (2013) identified in their research, the soft approach to creating employee

engagement, which includes manager’s willingness to communicate and build

relationships with employees, provided an increase in employee engagement within the

organization. Participant 1 stated, “so many things revolve around communication, and

making yourself available to employees.” Employees must feel that their managers hear

what they have to say and that you are available to them when they need you. Participant

2 said when decisions are to be made, the employees’ ideas are heard first, because their

opinion is valued. The ideas of the employees are valued, and placed at the top of the

priority list when making decisions because when employee ideas are used, and valued,

employee buy in and engagement increases. Participant 3 acknowledged a process of

soliciting ideas from the employees on how to solve issues. All participants described an

importance of open and honest communication as a top priority for building employee

engagement. Communication is essential in connecting employees and leaders and

enabling organizations to reach the goals set by the organizational leaders (Musah,

Zulkipli, & Ahmad, 2017).

61

Table 2

Theme 1: Frequency of Responses

Participant

responses

(N = 3)

Participant

responses

%

P1 42 7.91

P2 28 10.16

P3 29 11.28

Theme 2: Set Expectations and Ensure Understanding

Each participant explained the need for employees to thoroughly understand their

expectations. Without expectations, employees cannot know what it will take to succeed

at their jobs, and without full understanding of those expectations, they may as well not

have expectations at all. Tay, Lees, and Dar (2016) stated when managers clearly state

the expectations of for their employees, the employees tend to give their best effort.

Clearly stated expectations were considered important by all three participants of this

study. Participant 1 stated when he sees employees not performing their job to the best of

their ability, or seemingly not performing the correct tasks, he takes the employee aside

and initially ensures the employee understands what is expected of him or her. This way,

the performance can be corrected and both employee and manager walk away happy with

the results. If expectations are clearly understood by all, the conversation takes a

different tone, that of initial discipline. Participant 2 takes the time to walk through

62

important steps of a job with the employee, before the work commences to ensure the

employee starts off correctly and clearly understands the end goal. Clear understanding

of employee job expectations goes hand-in-hand with transformational style leadership in

that transformational leadership inspires employees to do their best and focus on the good

of the company (Chadhary, Akhtar, & Zaheer, 2013). Without expectations, the

employee cannot see a way to succeed, therefore undermining the effects of

transformational leadership (Chadhary, Akhtar, & Zaheer, 2013). Participant 3 follows a

similar process as Participant 2 in that he asks the employee to walk him through the

steps the employee is taking to perform a task. Any revisions to the steps are identified

and clearly stated to move the employee onto the correct path.

Table 3


Participant

responses

(N = 3)

Participant

responses

%

P1 38 6.34

P2 22 2.97

P3 27 4.21

Theme 3: Maintain a Professional Relationship

Professional relationships were said to be very important by all participants.

Creating relationship gives a sense of camaraderie, but they all agreed the relationship

should remain professional and not personal. Personal relationships can give a sense of

63

entitlement and make it more difficult for managers to discipline when needed. The

relationship between leader and employee must be strong to build or maintain

engagement (Farrell, 2013). Professional relationships breed trust. Certain types of

employee-manager relationships can inspire employees to provide creative and

innovative solutions to problems (Jia, Shaw, Tsui, & Park, 2014). Participant 1 stated

how you interact with employees is critical. Taking time to have conversations with

employees, not just about work, helps to build trust. Participant 2 stated the employee

must have trust in you as a manager, and have faith in you, feeling that he or she can

come to you about anything. A good professional relationship builds this type of trust.

Respect, optimism, and trust figure as one of the most prominent characteristics of what

defines effective leaders or effective leadership (Stander, de Beer, & Stander, 2015).

Table 4


Participant

responses

(N = 3)

Participant

responses

%

P1 32 5.97

P2 27 4.23

P3 25 3.81

Theme 4: Inclusion of Employees to Feel an Important Part of the Company

The participants mentioned a need to include employees in decisions by listening

to their ideas and allowing them autonomy. All participants mentioned that, as autonomy

64

is important, coaching them to make good decisions is imperative. Coaching, rather than

directing by leaders, shows an interest by leaders in the personal development and

success of employees, therefore building a relationship between leader and employee

(Kim, 2014). Participant 2 stated the most important thing a manager can do to build

employee engagement is to let the employee know that he or she are on the same team,

and their opinion and voice are critical to the success of the business. Participant 1 said a

manager must make himself available to the employees, and take the time to hear their

issues and address them immediately. Creating a team environment is beneficial for the

success of an organization as well as the success and fulfillment of employee’s needs. A

team is a group of employees with complimentary skills, focused on similar path to

completing a goal (Tabassi, Roufechaei, Bakar, & Yusof, 2017). Team environments led

by transformational style leaders breed inclusion, trust, and organizational and personal

success (Tabassi, Roufechaei, Bakar, & Yusof, 2017).

Table 5


Participant

responses

(N = 3)

Participant

responses

%

P1 40 7.21

P2 28 4.73

P3 35 6.16

65

In summary, four themes emerged from the data gathered from the interviews:

open and honest communication, setting expectations and understanding, maintaining

professional relationships, and inclusion of employees to feel a part of the organization.

These four themes are identified throughout the literature review, and included with the

findings. Trosten-Bloom, Deines, and Carsten (2014), along with Kovjanic, Schuh, and

Jonas (2013), and Jenkins and Delbridge (2013) identified communication as critical to

the success of the organization, as well as the individual. Jenkins and Delbridge (2013)

identified in their research, the soft approach to creating employee engagement, which

includes manager’s willingness to communicate and build relationships with employees,

provided an increase in employee engagement within the organization. Chadhary,

Akhtar, and Zaheer (2013) stated expectations are critical for the success of the

employee. Without expectations, the employee cannot see a way to succeed, therefore

undermining the effects of transformational leadership (Chadhary, Akhtar, & Zaheer,

2013). Farrel (2013) identified professional relationships necessary employee

engagement. The relationship between leader and employee must be strong to build or

maintain engagement (Farrell, 2013). Professional relationships breed trust. A good

professional relationship builds this type of trust. Respect, optimism, and trust figure as

one of the most prominent characteristics of what defines effective leaders or effective

leadership (Stander, de Beer, & Stander, 2015). The fourth theme, inclusion, was

identified by Kim (2014) as important for the development of excellent employees.

The framework for this study, transformational leadership, was represented

throughout the results. Transformational leaders respect their followers and provide

66

moral leadership and address three main needs of their followers (Kovjanic, Schuh, &

Jonas, 2013). The followers’ needs addressed by transformational leaders are creating a

sense of mastery in the follower’s job, creating a sense of belonging and autonomy to

think for themselves (Kovjanic, Schuh, & Jonas, 2013). The main components of Burns’

transformational leadership theory focus on end values. These components are liberty,

justice, and equality. These three transformational components are included in the data

results: communication, expectations, professional relationships, and inclusion.

Applications to Professional Practice

There appeared to be a gap in knowledge relating to management strategies

needed to build employee engagement. There are many different management strategies,

all made up of different approaches and skills required by the manager. Transformational

leadership identifies certain skills essential to building employee engagement (Kelloway,

Turner, Barling, & Loughlin, 2012). This qualitative exploratory case study may

improve the knowledge about the strategies needed by frontline managers to create

employee engagement, which could lead to improved operational performance and

productivity. The transformational leadership style acts as a road map to guide the

manager’s actions and follow strategies that build employee engagement. The main

concept of the transformational leadership theory is effective managers can heighten and

elevate the motives, values, and actions of followers (Burns, 1978). The followers and

leaders would then identify with a collective purpose (Burns, 1978). Transformational

leaders motivate employees to do more than originally thought possible by both

employees and employers, and increases organizational performance (Burns, 1978).

67

Organizational managers could use the information from this study to determine if

potential supervisor hires possess the needed management strategies, or are capable of

developing the strategies. Organizational managers could also use the information from

this study to develop training plans for current frontline managers. Employee

engagement is essential to the success of organizations and the data from this study

revealed important strategies used by frontline managers to build employee engagement.

Implications for Social Change

The implication for positive social change included the potential to improve the

employees stress level at work, therefore improving the work/life relationship. Access to

the information contained in this study may improve the employees work environment by

facilitating a more favorable work experience for the employee. Managers could use the

information from this study to train managers and improve the needed management

strategies to build employee engagement. By improving management strategies,

managers could improve organizational profitability, and relieve work related stress

(Breevaart, Bakker, Hetland, Demerouti, Olsen, & Espevik, 2014). By increasing

employee engagement, the employees become involved in an environment of trust and

wellbeing, which carries over to their non-working hours (Kelloway, Turner, Barling, &

Loughlin, 2012). This environment fosters lower stress on employees allowing for a

better life outside of work as well.

Good group cohesion at work lowers work stress (Guchait, Pasamehmetoglu, &

Madera, 2016). The Centers for Disease Control and Prevention suggested problems at

work are more associated with health issues then are financial or family problems (Cotti,

68

Haley, & Miller, 2016). Over one third of Americans live with some sort of

cardiovascular disease, of which one of the major causes is stress (Wang, Hernandez,

Newman, He, & Bian, 2016). The annual total cost of cardiovascular disease in 2011

was $444 billion (Wang, Hernandez, Newman, He, & Bian, 2016). There are many other

diseases and illnesses caused by stress. This all contributes to higher costs, lower GNP,

and decreased social and community involvement by those afflicted (Wang, Hernandez,

Newman, He, & Bian, 2016). Regardless of illness, work related stress makes it difficult

to fulfill other required roles such as those related to family life (Mansour & Tremblay,

2016). Decreased stress benefits not only the organization, but also the individual and the

community in which the employee works.

Recommendations for Action

The findings from this study merit additional exploration of strategies frontline

managers use to increase employee engagement. The synthesis of themes derived from

this case study interviews support the identification of four recommended actions that

frontline managers should take for increasing employee engagement. The first

recommendation is frontline managers should ensure good communication with

employees. Communication is critical to individual and organizational success. The

second recommendation is frontline managers should detail complete expectations of

employees and ensure full understanding. I recommend monthly one-on-one meetings

with employees to explain any changes to expectations and ensure complete

understanding. Communicating expectations will also show commitment to employees’

success. The third recommendation is frontline managers should develop a professional

69

relationship with the employees. Professional relationships build trust and respect

between employees and managers (Stander, de Beer, & Stander, 2015). The fourth

recommendation is to include employees in day-to-day decision making when possible.

At minimum, keep employees informed of decisions and the reason for them. By

including employees in decisions, the employee is more apt to accept the decisions and

strive for success of the decision.

The themes identified by the participants support the four recommendations

mentioned earlier. Frontline managers are essential to building employee engagement,

however all levels of management within organizations, stakeholders, and community

leaders should heed the recommendations of this study. Employee engagement directly

affects all. I will present the results of this study to the beverage manufacturing

organization from which the participants came. Learning results of the study will allow

that organization the ability to continue building the employee engagement they have

started already.

Recommendations for Further Research

The primary limitation for this qualitative single site case study was the small

population size. Other limitations for this study were access to participants, and the

participants own work environment that might have caused strain on participation.

Fortunately, the work environment was not a limitation after all as the interviews were

conducted over the phone in which the participants were in a quiet room of their own

house during interviews. Access to the participants was reasonable as well.

70

Recommendations for further study include conducting future research with a

larger organization or making the research a muti-case study. This will give the

researcher an opportunity to interview more participants. A second recommendation

would be to conduct a phenomenological study. Moustakas (1994) indicated that in

phenomenological studies, researchers are focused on the study of human events, based

on lived experiences. The results of a phenomenological study could uncover details

about lived experiences of the employee, adding a broader context to the body of

knowledge and understanding of management strategies to build employee engagement.

Reflections

Prior to conducting this doctoral research study, I never conducted research at this

level. My initial understanding of the doctoral study process led me to believe I could

complete this study in similar fashion to the MSM level research conducted for my

master degree. I was incorrect. The doctoral process is more involved, detailed, and time

consuming. My preconceptions about collecting data were incorrect as well. I expected

the process of finding participants would be easy. I emailed seven potential participants,

followed up with phone calls and then followed up again with both emails and phone

calls. In the end, only three of the seven potential participants agreed to participate

The interview process went well. The participants were understanding, making it

easy to set up times for the interview with each participant. Follow up calls were as easy

to set up as well. The participants were excited to be a part of the study. I am grateful to

each of them for sharing their accomplishments with me and providing strategies for

increasing employee engagement. I conducted the interviews following an interview

71

protocol (see Appendix A) to ensure consistency. All participants responded to each

question and were fully engaged during the interview. I recorded each interview and

used the NVivo software to help me decipher and code the data. Learning the software

took much more time than I anticipated as well.

The study findings were similar to my expectations. Of the four themes

identified, three were similar to my leadership style. The participants were able to give

more detail as to why they manage employees the way they do. The strategies identified

during this study, and hearing the results of those strategies from the participants,

convinced me to adjust my leadership style to incorporate the findings from this study.

Summary and Study Conclusions

This study adds to the literature on strategies of frontline managers to increase

employee engagement. Employee engagement is a business management concept in

which the employee delivers full potential to the job and organization and still finds

meaning in the work he does (Caesens, Stinglhamber, & Marmier, 2016; Cowardin-Lee

& Soyalp, 2011). Organizations benefit from creating an atmosphere where employees

are committed to the organization and who deliver their best performance for the

company every day. This study included conducting semi-structured individual

interviews with frontline managers of a beverage manufacturing facility in the Midwest.

Many organizations promote employees to frontline manager levels due to their

performance at the current level. To succeed at the frontline manager level, the skills

needed are critical to the success of the organization and the employees they lead. To

ensure success, each organization should have direct, focused training to ensure the

72

manager has or obtains the needed skills and strategies to be successful. The training of

these managers should focus on building skills based on: communication, setting

expectations, professional relationships, and employee inclusion. Including training for

all frontline managers will help ensure the success of the entire organization.

73

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Appendix A: Interview Protocol

Interview: Exploring the leadership skills needed to build employee engagement in

beverage manufacturing employees in the Midwest.

1. The interview session will begin with greetings and a review of the research topic.

2. Appreciation will be shown for taking the time to participate in the interview

process for the study.

3. A review of the consent form will occur to ensure full understanding of the

process.

4. The participant will be told that the interview will be recorded. Start time and end

time will be noted. A unique identifier will be applied to the recording for

confidentiality.

5. The coding of the interview will be revealed to the participant and documented on

the consent form and interview sheet.

6. The interview will begin.

7. The interview will take approximately 30 minutes.

8. The interview questions will be asked in sequence, probing questions will be

included.

9. At the end of the interview, the participant will be thanked again for participating

in the study.

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Interview Questions




4. What do you do if engagement falls short of expectations?

5. If engagement falls short of your expectations, how do you change your

interaction with the employees to meet the needs of the employee?

6. What do you do to manage conflict within the workforce?

7. Describe the strategies you consider the most important for front line managers to

enhance employee engagement.

8. What steps do you take when you see employees who are not in agreement with

your strategies to increase engagement?

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Appendix B: Consent Form

CONSENT FORM

You are invited to take part in a research study about strategies used by frontline managers to build employee engagement to improve organizational performance. The researcher is inviting frontline managers from one of the top performing facilities within your organization to be in the study. I obtained your name/contact info via the company email database upon approval from the Plant Manager. This form is part of a process called “informed consent” to allow you to understand this study before deciding whether to take part. This study is being conducted by a researcher named Mike Wise, who is a doctoral student at Walden University. You might already know the researcher as a maintenance manager or production manager within your organization, but this study is separate from that role. Declining to participate in this study, or withdrawing at any time during the study, will in no way affect the relationship between researcher and participant. Background Information: The purpose of this study is to understand what strategies or methods are used by front line managers to build employee dedication and performance. Procedures: If you agree to be in this study, you will be asked to:

• Set up a time to be in a private area to accept a phone call to participate in a phone interview. This interview will last between 30 to 60 minutes

• Provide feedback at another time after the interview to provide feedback to the researcher to ensure the data gathered is in fact what you wished to convey. This could take up to 30 minutes.

• Participate in another phone interview to ensure all data and information is conveyed about the topic. This second interview could take up to 30 minutes.

Here are some sample questions:




Voluntary Nature of the Study: This study is voluntary. Everyone will respect your decision of whether or not you choose to be in the study. No one at _______will treat you differently if you decide not to be in the study. If you decide to join the study now, you can still change your mind later. You may stop at any time. Risks and Benefits of Being in the Study: Being in this type of study involves some risk of the minor discomforts that can be encountered in daily life, such as, stress or becoming upset. Being in this study would not pose risk to your safety or wellbeing.

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This study might benefit frontline managers and organizations by providing insight to the strategies used to build employee engagement. By increasing employee engagement, organizational performance is increased, as well as employee well-being. Payment: There is no form of payment for participating in this study. However, your participation will be greatly appreciated as it could provide important information for the understanding of the strategies needed to increase employee engagement. Privacy: Any information you provide will be kept confidential. The researcher will not use your personal information for any purposes outside of this research project. Also, the researcher will not include your name or anything else that could identify you in the study reports. Data will be kept secure by storing data on a password protected computer as well as a flash drive which will be kept locked in a safe. Codes will be used in place of names throughout the study to ensure anonymity within the study. Data will be kept for a period of at least 5 years, as required by the university. After 5 years, the data will be erased. If any criminal activity is revealed during this research study, the researcher is obligated to report the activity to the proper authorities. Contacts and Questions: You may ask any questions you have now. Or if you have questions later, you may contact the researcher via cell phone at 615-655-4268, or email; [email protected]. If you want to talk privately about your rights as a participant, you can call Dr. Leilani Endicott. She is the Walden University representative who can discuss this with you. Her phone number is 612-312-1210. Walden University’s approval number for this study is 03-10-17-0319660 and it expires on March 9, 2018. Please print or save this consent form for your records. Obtaining Your Consent If you feel you understand the study well enough to make a decision about it, please indicate your consent by replying to this email with the words, “I consent”

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Appendix C: Letter of Cooperation

02/07/2017

Dear Michael Wise

Based on my review of your research proposal, I give permission for you to conduct the

study entitled Exploring Frontline Management Strategies Used to Improve

Employee Engagement within the ____________________ facility. As part of this

study, I authorize you to request participation from operations and maintenance

supervisors.

This participation will consist of phone interviews, member checking, which is a form of

confirmation of the answers from the supervisors. Individuals’ participation will be

voluntary and at their own discretion.

I understand that the student will not be naming our organization in the doctoral project

report that is published in Proquest.

I confirm that I am authorized to approve research in this setting and that this plan

complies with the organization’s policies.

I understand that the data collected will remain entirely confidential and may not be

provided to anyone outside of the student’s supervising faculty/staff without permission

from the Walden University IRB.

Sincerely,

Signature: ________________________________

Title: ____________________________________

Please sign, scan form and email to: [email protected]

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